Review on Research

Papers based
on

Effect and factors of Lean management techniques

implemented on manufacturing industries and service
industries.

Submitted by:

Aditya Gautam
19021141007
Chandan Kumar Gupta
19021141142

Submitted to:
Dr. Rajkumar
Pillay
1

The current study sought to gain an understanding of how leaders in oral healthcare
manufacturing setting in the northeastern region of the United States can apply self-efficacy
and leadership commitment during an LSD. Using Bandura’s theory of self-efficacy this
qualitative phenomenological study examined the lived experiences and perceptions of 15 mid-
tosenior level managers, concerning the use of self-efficacy and leadership commitment during
a lean strategy deployment (LSD). The key findings resulted in 10 emergent themes. The top 3
highly regarded themes that emerged from this study were:

(1) Committing to a lean strategy deployment,

(2) Communicating lessons learned/changes, and

(3) Bringing the best out of employees.

LSDs are not easy to implement. Many companies attempt to carry out lean activities and
many of these same companies fail to have successful results. To be effective, leaders should
focus on creating sound practices and give more attention to the human behaviors and
leadership characteristics needed to support eliminating barriers and creating a lean culture.

In conclusion, reviewed the qualitative research method design and rationale, research
questions, the role of the researcher, research methodology, participant selection logic, sample
strategy, saturation, and instrumentation. The chapter also covered the data sources, collection
and analysis procedures including the approaches used to deliver credibility, transferability,
dependability, and conformability to the research. The description of ethical procedures and
protection of participants’ data throughout and after the study is complete were discussed in
minor detail to encourage participants a safe space to share their experiences related to
strategies on leadership approaches for committing, coaching, motivating, and embedding
change during the LSD.

(Pearson, november 2019)

2.

The manufacturing industry has been facing the pressure of supply-demand and climate change
around the globe. Many industry players are constantly seeking for alternative option to strike a
good balance between operation and environmental performance. Despite many studies on
lean and green that have been done, there is no definite definition for lean and green. This
paper explores the evolution and contribution of lean manufacturing and green manufacturing
.The paper’s main contribution is to focus on the application and impact of lean and green
approach in the manufacturing industry. The common challenges and confusions faced by the
manufacturing industry are studied. This paper identifies the similarities and benefit of both
lean and green approaches, the synergy effect of lean and green, application tools, and
misconception of lean and green.

Keywords: Lean and green, sustainability, review paper, lean, green, operation management

In conclusion, the fundamentals of lean aspect and green aspect have been studied as the foundation to
understand the application of both aspects. The synergy of L&G approach has shown a better effect that
will benefit operational and environmental performances. This paper offers an overview of principles of
L&G, application tools, potential barriers and common challenges faced by the industry. The study
shows that there is a lack of policy support and commitment from the government as well as industry
players in implementing the L&G approach. Top-down commitment from the organization is one of the
major contributors to succeed in L&G approach implementation. The potential barriers have been
identified, however, actual implementation has been ineffective mainly due to lack of competent
personnel. This paper has also identified the research gap between the potential barrier and
implementation method. A L&G framework model has been proposed to fill the research gap to
overcome problems during the implementation of the L&G approach.

(Wei Dong Leong, 2019)

3

The goal of this study was to evaluate the effect of the motivational factor on the results obtained after
implementing a lean manufacturing system in a multinational consumer goods manufacturing company.
Key performance indicator data were collected from three production lines during periods before and
after lean manufacturing implementation. Unstructured interviews were conducted, and the Motivation
and Work Meaning Inventory (MWMI) instrument was applied. The motivational factors were then
correlated with the performance indicators. The results provide evidence to support the hypothesis,
based on the literature, that the motivational factor in work teams in a lean implementation process will
affect the degree of success of the process. It was also confirmed that after implementation of the
program, there was a significant improvement in the lines’ operational performance.

Keywords: Behavioral management operations; Lean manufacturing; Motivation.

In conclusion, studies into the behavioral aspects of lean manufacturing focus on consequences to the
physical and psychological states of employees after lean implementation, that is, how LM affects the
employee in his or her role and regarding his or her well-being. However, there are few studies from the
opposite perspective, i.e., that focus on how the workers’ behavior during lean implementation affects
the operational performance achieved. This is an important gap in the literature, one that this research
attempts to partially fill. The work presented sought to understand and show how the motivational
factor can affect the gains in operational performance obtained after implementation of a lean program,
in terms of productivity, waste, and product cost. The results provide evidence to support the
hypothesis, based on the literature, that the role of the motivational factor in work teams in a lean
implementation process will affect the degree of success of the process. Furthermore, they also
corroborate the hypothesis that after implementation of a lean program, there will be a significant
improvement in the operational performance of the lines.

(Felipe Castro, 2018)

4.

Nowadays competitive business environments, introduce new products of the global market,
ahead of the competition and evaluate optimized procurement of goods from the global point
of view, are essential. Accomplish businesses develop and strengthen their market position by
manufacturing the highest quality of finish products more efficiently, at the minimum cost, and
bringing them to market rapidly. Review the development step of a new product and need to
start production preparation process (3P) based on Just-in-Time(JIT) within a small amount of
time and in a timely fashion. Production Preparation Process 3P is an advanced lean approach
required simulation, visual thinking, and kaizen for quick design for manufacturability. This
work focuses on to minimize wastage of product, process design and used to eliminate waste in
existing processes. However, this method is using within companies such as metals, petro-
chemical, automobile industry and similar industries due to the demand for new products have
increased. The reason for this research was to show the lean concepts, which can be efficient,
effectively planned and managed.

Keywords: Production Preparation Process (3P), Just In Time (JIT), Kaizen, Waste, Lean Concepts

This tool simulates the actual product, components and production line of a new product
throughout its development cycle and design. In these levels of design and development, the
simulation events contain development software and hardware then followed by production
varieties. The application of 3P Process tool simulation can also be applied to non-product
applications, for example, to develop a new or information infrastructure and upgraded service.
In these cases, the simulations media may be different, e.g., live storyboards, the concept of
operation scripts, role playing, pilots and process models. The goal is to show the lean concepts
which can be adequately planned and managed with the use of concepts and lean tools in
identifying any non-value added value including quality problems , constraints, productivity or
performance issues and take action to repair these problems before implementation.

(Yusuf Abdulfatah Abdu, 2016)

5.

Manufacturing small- and medium-size enterprises (MSMEs) are reluctant to the

implementation Lean and Six sigma methodologies (LSS) all the over world. This is traced to the
impeding factors which seem stronger than motivating factors coupled with lack of proper
documented evidence of LSS’s successful implementation in many MSMEs. This paper
investigated the influence of LSS on the profitability of MSMEs in Nigeria. The population of the
study consists of 450 manufacturing SMEs with 2250 employees. The sample frame is made up
of 225 MSMEs with 1026 staff selected at random upon which copies of structured
questionnaire were administered. 1002 valid responses received were analyzed. Pearson
product moment correction (PPMC) confirmed the formulated propositions with negative
association between awareness, achievement CSFs and LSS implementation and the
profitability level of MSMEs. The result obtained shows that LSS implementation among MSMEs
in Nigeria is almost none existing and has no influence on the profit level. The study
recommended that CEOs of MSMEs should undertake training on LSS to enable them to provide
a strong leadership and support the initiative, LSS consultants should be engaged to help drive
the quality improvement approach and MSMEs should focus on the impeding factors to reduce
the effect on the LSS implementation and achieve continual quality improvement, customers’
satisfaction, increase sales volume at a minimized cost to attain targeted market share and
profit level.

Keywords: Lean Six Sigma; Critical Success Factors; Manufacturing SMEs; Impeding Factors;
Profitability

The study concluded that since the LSS manufacturing SMEs have not been implementation in MSMEs in
Nigeria, the approach could not moderate profitability. This will help achieve continual quality
improvement, cost minimization, customers’ satisfaction, increase in sales volume and achievement
targeted profit. Limitations and Directions for Further Studies One of the challenges reported by SMEs in
Europe was the difficulty experienced in measuring and quantifying the benefits flowing from LSS
implementation. The author did not cover lean accounting therefore suggested that further study be
conducted on it. This will enable the determination of the benefits of Lean activity by appraising the
value stream and establishing the level of improvement and their performance metrics.

(Okpala Kenneth Enoch, 2013)

6.

The major aim of this research is to apply a Fuzzy Analytic Hierarchy Process (FAHP) approach to rank
the importance of Lean Manufacturing (LM) practices in the automotive industry. Although lean concept
is widely investigated in previous literature, highlighting the most important practices of LM in
automotive industry is not considered. To fill the gap of previous literature, this study applies a FAHP to
prioritize the LM practices in automotive industry. Mainly, the hierarchy structure of the addressed
Multiple-Criteria Decision Making (MCDM) approach is as follows. The first level of decision making
hierarchy aims to rank the best LM practices using three decision making criteria of the second level.
These decision making criteria include application in industry, measurability and managerial acceptance.

This research applied a FAHP to prioritize the importance of LM practices in the automotive industry.
The hierarchy structure of the addressed MCDM approach included three linked levels. The first level
aimed to rank the best LM practices using three decision making criteria of the application in industry,
measurability and managerial acceptance. These criteria were used in the second level of decision
making hierarchy. The third level included four major practices of LM namely, manufacturing
management leanness, management responsibility leanness, workforce leanness and technology
leanness. According to the results, technology leanness is the best LM practice to be applied in the
automotive industry. As a direction for future research, this study can be repeated in other industries. In
addition, the suggested research methodology can be applied for other manufacturing strategies.

7.
 It has been noted that the lean strategies on deployment has benefited the company in terms of
considerable reduction in idle time, inventory costs and significant improvement in on‐time delivery due
to reduction in TCT. Based on the practical validation performed, it could be stated that application of
VSM framework in a CM environment is an effective lean manufacturing approach, which could be
employed in a pharmaceutical manufacturing situation for facilitating continuous material flow, thus
assisting the firm to accomplish leanness in cGMP environment. Furthermore, VSM and CM tools have
assisted the company management to envisage the process wastes stirring in their production shop and
the means and ways of reducing them. Reduction/elimination of wastes via the adoption of lean
manufacturing principles and methodologies may lead a company to world‐class competitor status in a
particular market

This paper is to share improvement experiences due to implementation of lean principles combined
with cGMP in a pharmaceutical company. review of literature has been conducted. For analysis of the
problems existing in the selected production line, the 5‐whys methodology was followed. The current
state value stream map (VSM) has been developed after making several company visits and necessary
computations. For improvement of the system, various lean strategies have been proposed and the
future state VSM developed. Lean thinking and its principles as prescribed by Womack and Jones have
been successfully applied to manufacturing and operations environments, and associated case studies
and research literature have also been
(Boppana V. Chowdary, 1 January 2012)

8.

It has been observed that electronically controlled RFID-based lean manufacturing has begun to play an
important role in the manufacturing industries and considered as an emerging technology for the lean
implementation. With respect to this, it is essential to explain, which properties of RFID-based lean
manufacturing can be beneficial in controlling the barriers affecting manufacturing industry. In order to
explicate that, this study has undertaken a comprehensive systematic literature review which classifies
the literature in a way that initially it identifies the barriers affecting lean and then describes the
properties of RFID-based lean implementation which are suitable to handle highlighted barriers. The aim
of this study is to provide theoretical and managerial implications, in the field of manufacturing through
findings as mentioned below. In order to achieve this purpose a systematic literature review is
conducted to justify the impacts of RFID technology for handling barriers.

The aim of this systematic literature review is to initially find the barriers affecting lean implementation
and then to explain the properties of RFID-based lean manufacturing which are highly feasible to handle
detected barriers. the properties of RFID carry significant effects to handle detected barriers in the
operational, managerial and financial regime of manufacturing companies. The detected barriers that
affect lean implementation are company’s cultures, top management commitment, poor employee
administration, lack of finances, unbalanced inventory control, unstable customer handling and longer
lead times. The properties of RFID-based lean manufacturing like operational visibility, inventory control,
production control, minimized lead times and the real-time data information (to facilitate top
management and employees on shop floor) are extremely helpful to control these barriers.
(Muhammad Zeeshan Rafique, 12 September 2016)
9.

On this paper, study is to formulate supplier integration strategy with the aim to eliminate Ohno's
manufacturing wastes and empirically examines its influence on lean manufacturing adoption in
electronic‐enabled manufacturing supply chains (EMSC).Hence, it can be concluded that supplier
coordination in the EMSC with the implementation of supplier integration strategy significantly
influences the use of lean manufacturing in small‐ and medium‐sized firms which determines its
long‐term adoption. There are two major contributions in this study.

First, this study proposed a structural approach to design and implement lean manufacturing through
combining practitioner's JIT approach (Buker, 1991) and academia's decision model (Rogers, 1995).
Second, a process approach was proposed to formulate supplier integration strategy. As both
policy‐based supplier selection (pre‐implementation) and supplier integration (practicing) had significant
effect on lean manufacturing adoption, this indicates that policies and practice need to be viewed as a
whole.

(Stuart So, 28 September 2010)

10.

With the spread of a culture of waste reduction in the construction industry, the traditional
management system has become insufficient, so it has become crucial to implement more innovative
techniques to improve the performance of this sector. In response to this need, Lean Construction (LC),
which is the global reference of a production system with the minimum of waste generation, has
attracted several construction companies all over the world. However, previous studies indicate that are
several implementation scenarios that differ from one company to another according to their own
understanding of the Lean Construction concept. In this paper, the authors attempt to fill this gap by
proposing an original input-output model that aims at clarifying the main conceptual basis of Lean
Construction philosophy, as well as establishing interactions between the main principles of this concept
and all sources of wastes that exist in the construction industry.

This work was intended to provide an input-output model that shows the principles of Lean
Construction. Initially, the most relevant principles have been identified, based on models that have
been applied in several countries (USA, UK, Malaysia, Germany and Brazil). Nine principles have been
identified (Customer focus, Supply, Continuous improvement, Waste elimination, People involvement,
planning and Scheduling, Quality, Standardization, and Transparency). In addition, the practical
relationships between those principles and the different sources of waste (Transportation, Motion,
Inventory, Waiting, Overproduction, Defects, Over Processing, Unused Employee Creativity, and Work
(mohamedsaad.bajjou, 2018)Accidents) have been investigated based on a rigorous review of the best-
known bibliographic references published in several databases as DOAJ, ISI Web of Science, and Scopus.
This research leads to a better understanding of Lean Construction principles.

11.

This paper is being written to fulfill the requirements for developing an undergraduate-level current
issues research paper on Lean Manufacturing. The paper will document basic concepts of Lean
Manufacturing. Definitions and discussions of how lean manufacturing can help employers to improve
processes including machining, assembly and quality control will be covered. The way in which a
manager can utilize the tools of lean manufacturing within an office setting and also to produce
products will be elaborated upon. In addition to these topics there will be a section devoted to where
lean manufacturing is headed within the next five years. Keywords: Lean Manufacturing, Kanban,
Kaizen, Value Stream Analysis, Total Productive Maintenance, Takt Time, Visual Controls, One piece
flow, error proofing, Production leveling, 5S, Problem solving methodology, Just-in-time.

(Cox & Cox, June 1, 2015)

12.

This paper presents a review of lean principles and practices in the Indian manufacturing industries. The
paper contributes by identifying enablers & barriers in implementing the lean principles and practices,
methodologies used in leanness measurement of an organization in the Indian manufacturing industry.
Finally, the diffusion of lean in the Indian manufacturing industries has been given.

(Chaple1, Narkhede2, & Akarte3, December, 2014)

13.

On paper identify Lean manufacturing practices in small scale industries. For this purpose some case
studies were chosen and critical observations are identified. Some of these annotations are improper
utilization of resources, quality tools for improvements and improper plan for location and layout. This
paper includes one case study with the initiatives

(Dixit, Dave, & Singh, April-2015)

14.

this study aims to identify the effective lean tools required for eliminating wastes in the supply chain.
Because of the large number of consumers and the global market of Halal products, this study focuses
on Halal food supply chains. Out of the questionnaires distributed to 300 Halal food firms in Malaysia,
only 61 usable replies were obtained. The results showed that demand collaboration, continuous
improvement, and inventory management practices are the most important tools in Lean Supply Chain
(LSC) implementation. In addition, the results indicated that only a small percentage of Halal food
companies are implementing LSC. Malaysia is an important Halal food producer in the word, but has low
level of LSC implementation among its Halal food producers. LSC is a new concept that needs more
effort to be understood and implemented

(Malihe Manzouri, 2014)

15.

In production and manufacturing plants, Lean Thinking has been used to improve processes by
eliminating waste and thus enhancing efficiency. In health care, Lean Thinking has emerged as a
comprehensive approach towards improving processes embedded in the diagnostic, treatment and care
activities of health-care organizations with cost containment results. This paper provides a case study
example where Lean Thinking is not only used to improve efficiency and cost containment, but also as an
approach to effective organizational change.

(Tsasis, Aug ,2008)

16.

Ghosh, examine the current state of lean adoption in Indian manufacturing plants and its impact on
operational performance. This study makes an attempt to find the degree of lean implementation in India
and the different lean manufacturing practices that have been embraced in automotive and other
manufacturing plants in India. The study suggests that many Indian plants are at an advanced level of
lean implementation and have achieved superior operational performance by implementing lean

(Ghosh, 1 January 2013)

17.

Pius Achanga, and their team have researched and examine to present the critical factors that constitute
a successful implementation of lean manufacturing within manufacturing SMEs and present the critical
factors that constitute a successful implementation of lean manufacturing within manufacturing SMEs and
implementation of lean manufacturing like any other productivity improvement .

(Pius Achanga, 1 June 2006 )

18.

Shams and their team had examine on the the extent to which lean management practices are adopted
by manufacturing organizations in Thailand and their impact on firms' operational performance. Using a
survey questionnaire, data were collected against 13 lean practices from 187 middle and senior
managers belonging to 187 Thai manufacturing firms. Using factor analysis these lean practices were
then clustered into three higher level constructs namely just in time (JIT), waste minimization and flow
management. The responding firms were categorized into small and medium enterprises (SMEs) and
large enterprises (LEs) based on size and Thai‐owned, foreign‐owned and joint venture firms based on
ownership. The paper provides insights into the adoption of lean practices in an Asian context and using
survey data as opposed to case studies, and provides further evidence that lean practices are significant
in enhancing operational performance.

(Shams Rahman, 12 September 2010)

19.

Patxi Ruizde Arbulo Lopez and their team have researched and found the shortcomings of traditional cost
accounting techniques in lean companies and then it seeks to analyze the validity and convenience of
value stream costing (VSC) as a tool in a company that has adopted some concepts of lean
manufacturing and the relevant literature in order to discuss the deficiencies of costing methods in lean
manufacturing. It evaluates the requirements of VSC and provides a concrete illustration of VSC in the
continuous improvement process of a point of sales terminal assembly line. The paper evidences the
possible mistakes of cost accounting. The necessity and validity of VSC in lean manufacturing are
presented, followed by a case example. In order to make continuous improvement decisions, VSM, VSC
and box score offer complete information on the performance of the value stream.

(Patxi Ruiz‐de‐Arbulo‐Lopez, 17 May 2013)

20.

Gulshan Chauhan, and T.P. Singh had done researched on Manufacturing organizations are under
pressure to improve productivity and reduce costs through the realization of lean manufacturing. This
paper approaches lean manufacturing and aims to identify and measure the intimately associated
parameters of lean manufacturing and also examines the weight of their contribution to overall lean
manufacturing and also continuous improvement (Robertson et al., 1992). Chiarini (2011) reviewed six
important management systems.

(Gulshan Chauhan, 24 August 2012 )